Headzpace Therapeutic Care

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence. At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them. Improvements had been made since the last assessment to strengthen how people’s healthcare needs were identified and managed.

Care plans had been updated and now provided detailed, person-centred guidance for staff on people’s care, wellbeing and communication needs. Records demonstrated care was regularly reviewed and care plans were updated to reflect any changes to people’s care ensuring care remained effective and responsive.

The provider planned and delivered care and treatment in partnership with people, focusing on what was important to them. Care was delivered in line with legislation, standards and current evidence-based good practice.

New policies and procedures had been implemented, providing clear guidance to staff on delivering care in line with legislation. Care plan records demonstrated these were being followed. Professionals told us improvements had been made and their guidance was acted upon. One professional said, “The team have worked well with the Occupational Therapy team. Previously there were delays in implementing recommendations, but there is now clear evidence of them listening to and acting on advice, for example using an emotions board and visual information about visitors.” People were supported to maintain a healthy, balanced diet and had enough to drink. They were able to choose what they wanted to eat and drink, ensuring their nutritional needs were met.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

Feedback from professionals consistently reflected significant improvements in partnership working to support people effectively. One professional told us, “We have noticed improvements in staff engagement and the way they are supporting [person]. There is now a more stable staff team, which is benefiting [person].” Another professional said, “I have seen a significant improvement in communication and a more focused approach to supporting [person] since the new management team joined at the end of 2025. Previously, there were issues with communication and a lack of response.”

This meant people received more consistent, coordinated and effective support that better met their needs.

The provider supported people to manage their health and wellbeing to maximise independence, choice and control. Staff promoted healthier lifestyles and, where possible, supported people to reduce their future need for care and support.

Health action plans were in place and clearly recorded the professionals involved in people’s care, along with details of routine health checks such as GP, dental, optician visits and annual health reviews. One relative told us, “The dentist came out to see them at home. Learning Disability team came out for a yearly review as well. We’ve been trying to get speech and language out for a long time they are now looking to get someone privately.” Staff supported one person who was at risk of further health concerns due to their BMI to follow a healthy weight management plan. This resulted in weight loss and improved their wellbeing and energy levels. A relative told us, “At one point [person] put on weight following medication changes and went from being very lean to overweight. It’s hard to reduce their food intake, but staff have managed it because they know them so well. They can encourage them without causing distress. It’s been better for their mental health also.” A professional told us, “I have seen evidence of excellent, healthy meals freshly made for [person] and reflecting their tastes.”

The provider routinely monitored people’s care and treatment to support continuous improvement. Systems were in place to ensure outcomes were positive, consistent and met both clinical expectations and the expectations of the young people.

Regular multidisciplinary meetings were held involving management and people’s healthcare and social care team. These supported the ongoing review and development of care, helping to improve outcomes and experiences. One professional told us, “[Manager] regularly attends meetings and visits and is closely involved in ensuring support for [person]. It is positive to now have a learning disability specialist in the team.” Records showed people’s care and support was reviewed weekly by the management team to ensure people received their assessed care and to identify any concerns or risks. This meant people’s care was closely monitored, responsive to change and continually improved to meet their needs.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

Staff had a good understanding of consent to care and treatment. One Staff member told us, “I ensure staff understand and apply the principles of the Mental Capacity Act by always presuming capacity unless assessed otherwise, supporting individuals to make their own decisions, and ensuring decisions made in a person’s best interests are properly documented. Where restrictions are necessary, we follow DoLS (Deprivation of Liberty Safeguards.) or relevant legal frameworks and regularly review them.” The provider had followed the Mental Capacity Act 2005 (MCA). The Mental Capacity Act 2005 (MCA) provides a legal framework for making decisions on behalf of people who may lack the mental capacity to do so for themselves. The MCA requires that, as far as possible, people make their own decisions and are helped to do so when needed. When they lack mental capacity to make decisions, any made on their behalf must be in their best interests and as least restrictive as possible. Mental capacity assessments had been completed where people were deemed to lack capacity. This meant people had decisions made lawfully. There was a mental capacity policy in place and staff had completed training.